Communicating Effectively with Others

Learning ObjectivesDescribe the steps in the process of

communicationDefine passive, aggressive, and assertive

communication List the benefits of active listeningDefine and describe effective nonverbal

communicationIdentify issues in organizational communicationList effective uses of technology in

communicationDiscuss effective ways of handling

communication in conflict situations

Hello lovely scholars!Today we will discuss the steps in

communication, the types of communication, communication styles and the use of technology when communicating.

Look at the picture below and jot down your first impressions. We will discuss momentarily.

CommunicationSharing of information between peopleSteps in communication

Encoding and sending messagesReceiving and interpreting messagesFeedback after reception

Types of communicationVerbal communication

Language skills—speaking and listening Written or electronic communication

Nonverbal communication Body language Use of gestures, facial expressions and postures

Verbal Communication

Communication Style Survey

Passive Communication The Door MatPerson is not willing to stand up for his or her positionWant to avoid conflict at all costsAllow others to violate their rightsIs acceptable when the issue is not important, or you

could lose more than you gain (Win the battle, lose the war)

Nonverbal cues—no eye contact, low pitch to voice

Aggressive CommunicationThe HammerStands up for his or her rights but violates those of

othersCreates win/lose situation“My way or the highway.”You may alienate others and not get needs metCan be good-Acceptable in situations or when research

has been done and all facts are verifiableNonverbal cues—pointing fingers, glaring, crossing arms,

hands on hips, speaking loudly

Assertive CommunicationThe ScalesWorks in most situations—is between the passive and

aggressiveStands up for own rights but does not violate others’

rightsCreates win/win situationsBalance everyones’ needsStrong sense of self-worth and self-efficacy

Developing an Assertive StyleUse I- messages- examples

Describe your feelingsAcknowledge the behavior of the person to whom you are

speaking State the results you would like to see

Practice saying no when it is necessary—be kind but firmUse facts instead of emotional languageAvoid hyperbole—over generalization and exaggeration

Making statements without supporting facts- examples? You always…You never…

Communication Survey

Written Communication via technologyTake out you cell phones and retrieve the last 3 text

messages or emails YOU sent. No worries, you will not have to share the content of your messages.

Consider this….1. Who did you send the message to?2. Is your grammar correct?3. Did you include smiley faces etc.?4. Did you type in all lowercase or uppercase letters?5. Did you include uppercase letters where appropriate?6. If you retrieved an email, did you include information on the subject

line?7. What does your personal email address say about you? 8. What is considered an appropriate response time for an email reply?

Technology for CommunicationTechnology increases rate of communicationSocial networking—tie people together based on

interests (Facebook, Twitter)Importance of effective communication through

technology—NetiquetteGood manners in online environmentBe respectfulDon’t type in all Capital Letters

Netiquette Exercise

ListeningRequired for effective verbal communicationAt superficial level, you hear the wordsHigher level, you hear and understand the message of

the speakerHighest level, you hear, understand the message, and

understand the feelings behind the messageIs a skill you need to practice

Listening StylesCompetitive (combative) listening—listener wants to argue

with the speaker, looks for things to attackPassive (attentive) listening—listener is interested in what the

speaker has to say, but not truly understand the message—hears the words, not the meaning

Active (reflective) listening—structured form of listening and giving feedback to the speaker which promotes understandingGives feedbackRestates the information to ensure the understanding is correctUnderstanding the speaker’s point of view

Benefits of Active ListeningAllows speakers to get acknowledgement of their point—

people may need to vent, and not be asking for you to solve their problem

If you try to understand someone’s point of view, they will try to do the same for you

Feedback may allow a speaker to change his positionFeedback may allow you to change your positionFeedback paves the way to find points on which you and

the speaker agree so work can move forward

Tips for Active ListeningUnderstand both the dictionary definition (denotative) of

words and their symbolic meaning in context of a situation (connotative)

When giving feedback, put what you think you understand in your own words

Don’t jump to react to something—think before you respondIf you need to respond to a speaker, do so in a respectful but

assertive styleIf you don’t understand, let the speaker know so they can try

to rephrase it for you. (Particularly important when you are in class and what the teacher is explaining does not make sense to you.) Paraphrase what you think you heard so the speaker has context.

Be nonjudgmental—you don’t have to agree, but you do need to understand

Listening in the classroomKnow the purpose of listeningDisregard internal and external distractionsAsk questions when you need clarityOccasionally verify that you understand the professorListen for transitions in the lectureDon’t jump to conclusionsWatch for verbal and nonverbal cues, body language to

determine what the professor thinks is important

Barriers to Active ListeningThe Speaker—labeling or making pre-judgments about a

speaker may prevent you from hearing his messageMaking assumptions about what you think the speaker is

going to sayGiving in to distractions either internal or external

Nonverbal CommunicationExchange of information without wordsNonverbal cues

Repeat the verbal messageContradict the verbal messageSubstitute the verbal messageComplement the verbal messageAccent the verbal message

Nonverbal cues are learnedSome cross cultures—crossed arms mean disagreementSome are cultural—proxemics—how closely someone comes

into your “personal space”

Paying attention to Nonverbal CuesObserve body positions—leaning in or awayObserve position of head, arms, and legs—crossed or

open, tilted head, hands open or clenched in fistObserve facial expressions—eye contact, smiling or

frowningObserve whether nonverbal message matches the verbal

message

Organizational CommunicationBoth verbal and nonverbal, like personal communicationMust pay attention to the culture of the organizationEach organization has its own unique vocabularyInternal organizational communication—path of information

flow through organizationFormal communication—through official channels

Downward—from the top down Upward—originates from someone lower on hierarchy—employees feel

they have a voice Horizontal –flow between people at same level

External organizational communication-flow of information from organization outward—may be regulated by statutes or laws

Informal CommunicationOutside of official channelsGrapevine—mostly accurate, but probably incomplete

information prior to an official communicationRumor mill—varies in terms of accuracy and intent, may

be divisive

Communication in Conflict SituationsConflict is natural and unavoidable when there are

differing perceptionsGround rules for managing conflict

Discussion for resolution, not just to discussNonthreatening environment—people can express

opinions without fear of reprisalOrderly discussions—all members get a turn to speakPositive body language—Limit any negative body language

Conflict Management StylesAvoidance—individual withdraws from conflict—may work

when issue is not important, but may drive conflict deeperAccommodation—individual puts needs of the team first—

team wins, but individual loses—may work when need for positive relationships outweigh resolution

Compromising—individuals meet in the middle by everyone giving up some personal goals—works when team cannot reach consensus

Collaboration—individual uses assertive communication to reach consensus among members—creates win-win and long-term trust

Dominating—individual asserts will on the team creating win-lose environment—may create long-term resentment—only useful when in a crisis situation that cannot be handled any other way